Mô tả:
Sustainable Manufacturing and Factory
Planning
Production Networks
04.04.2017
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
© IWF TU Berlin
Page 1
Content
Value Creation
Intensity of Joint Activities
Design of Value Creation Networks
Chances and Risks of Networks
Collaborative Research Centre 1026
Literature and References
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 2
Content
Value Creation
Intensity of Joint Activities
Design of Value Creation Networks
Chances and Risks of Networks
Collaborative Research Centre 1026
Literature and References
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 3
Factors of the Value Creation Module
Process
Product
► Manufacturing
► Material
► Assembly
► Design
► Transport
► Geometry
► Inspection
► Structure
► …
► Quality
► …
Organization
Equipment
► Quantity/Lot size
► Dates
► Location
► …
► Machine tools
Human
► Qualification/Training
► Motivation
► Health
► Robots
► Transport systems
► Information systems
► …
► …
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 5
Complexity of a car…
3000 - 5000 part numbers, ca. 1000 – 2000 are assembled per vehicle
300 – 500 suppliers per vehicle
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Source: Schmitz
ppl.fraunhofer.at 2008
Source
Picture: VW
Need for Production Networks
Page 7
Partners in the Supply Chain
Suppliers 2
nd
- Xth tier
Suppliers 1
th
- tier
O E M
production
ca. 1.500 enterprises
ca. 500 enterprises
Percentage of volume:
70 %
Just In Sequence
Supply mode:
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Sales
distribution
ca. 300 trucks per day
ca. 12.000 ID numbers
ca. 60 A -parts groups
30 %
50 % of volume
by 20 suppliers
Source: Schmitz
ppl.fraunhofer.at 2008
Page 8
Value Creation
Value Creation Network
Value creation describes activities to shape the value of a product, product parts or raw
materials.
distribution
network
supply
network
Down stream
Up stream
Value creation chain - Technological interpretation (order of processes regarding to DIN 8580)
Cover and drive plate stamping
Assembly
Example:
Assembly of a
torque
converter
product
focal activity / company
customer
resource
Value creation network - Logistic interpretation
Sub assembly
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Impeller Reactor Turbine Torque
converter
Cover
Final form
Source: [DIN-8580, Por-00, Lin-02]
Page 9
Value Creation
Dimensions
Dimensions of Value Creation
Vertical dimension
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
distribution
network
distribution
network
customer
supply
network
customer
supply
network
resource
resource
Horizontal
dimension
Source: [Por-00]
Page 10
Value Creation
Dimensions – Different interpretation in Industry 4.0
Horizontal integration in
value creation networks
Vertical integration and
connected production
systems
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Source: [Aca-13]
Page 11
Value Creation
Performance Depth
Performance Depth (Vertical dimension)
Is the extent to which a company produces
BHP Billiton is a leading integrated
mining, processing and trading
company
amazon is an electronic commerce
retailer (as well with consumer
electronics)
Production companies with a high degree of
Raw material
production
•Selection of
material
•Make-or-Buy
Product
development
•Generation of
ideas
•Product
development
Production
•Manufacturing
•Assembly
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
goods and services, integrating additional
steps of a specific product value stream
(Synonyms to performance depth are
production depth, vertical integration)
vertical integration often secure access to
raw material, by owning the companies in
raw material production
Distribution
Use Phase
•Design
•Usage
•Maintenance
Product
Remanufacturing
End-of-Life Options
Disposal
Material
Recycling
Areas that fall under the domain of performance depth
Page 12
Value Creation
Redundant and Complementary
Metallurgical Plant:
Cold rolling of sheet
metal
Complementary distribution of work
Scope of work from different capacities
differ completely on vertical dimension
Redundant distribution of work
Scope of work from different capacities
overlap on vertical dimension
Automotive
Manufacturer: Sheet
metal pressing
Complementary
Automotive Manufacturer:
Manual paint work
Automotive Manufacturer:
Applying paint in a paint shop
Redundant
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Source: [Kon-99]
Page 13
www.bimmertoday.de
Value Creation
Performance Breadth
Performance Breadth (Horizontal
dimension)
www.bmw.de
Describes the variety of different goods,
BMW Werk Regensburg and BMW 1
products and services provided by a
company. Often based on physical products
(product range)
Division of work by type
According to the manufactured product
BMW Werk Munich and BMW M5
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
www.bmw.de
range. Capacities (production equipment or
factories) differ in their performance range
Page 14
Value Creation
Performance Intensity
Performance Intensity
Describes the quantity of produced goods
and services, per time and input
Can be interpreted in time or numbers
Fujian Daimler Automotive, China – About
40,000 cars/annum (technical capacity)
Mercedes-Benz Werk Düsseldorf, Germany – About
170,000 cars/annum (Left side of picture)
Arobus Plant, Turkey - About 10,000 cars/annum
(right side of picture)
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
www.fahrzeug-und-karosserie.de.
Division of quantity
Similar products in different output
quantities
Extent of the value creation is divided
according to production capacity. Capacities
only differ in performance intensity (output)
Mercedes Benz Sprinter
Intensity is the measurable amount of a value.
Page 15
Value Creation
Network for Value Creation
Value Creation Chain
Module 1
Module 2
Module 3
Module 4
Production network
Different production equipment is assigned to different value creating processes, dispersed among
factory sites
Value creation network
Complementary vertical and redundant horizontal dispersion of comparable processes between
different companies (entities)
Value Creation Network
Vertical dimension
Horizontal
dimension
Business entities,
e.g. companies
Material flow
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 16
Value Creation
Geographic Types of Networks
1.
Economies
of scale
World factory
One factory site to satisfy the
global market, e.g. electronic
high-tech industry
1
2.
Sequential or Convergent
Manufacturing Strategy
Concentration along value
creation chains, e.g. electronic
products (Dell)
3
3.
Combination of economies of
2
scale and local presence, e.g.
automotive manufacturer
4.
high product value density, e.g.
engine parts
4
5.
low
Importance of transactional costs
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Web Structure
Global value creation network -
5
Economies
of scope
Hub & Spoke
high
Local for Local
Local production to satisfy local
markets, e.g. automobile supplier
Factory site
Value creation process
Market
material flow
Source: [Abe-08]
Page 18
Content
Value Creation
Intensity of Joint Activities
Design of Value Creation Networks
Chances and Risks of Networks
Collaborative Research Centre 1026
Literature and References
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 29
Intensity of Joint Activities
Overview
Competition
Different competitors are striving for the same resources, markets and customers
Networking / Negotiation
Aims at influencing the decision process within and among institutions and stakeholder groups
(lobbying).
Coordination
Aims at aligning activities of different partners, e.g. by a law or rules, without a communication between
them in order to achieve a common or individual goals.
Cooperation
Aims at specifying goals and distributing work and resources between different partners in order to
achieve them.
Coopetition
Combination of collaboration/ cooperation and competition
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 30
Intensity of Joint Activities
Competition
Competition
Example
In Germany, more than 30 different networks of supermarkets
compete to sell food and drinks to the population
Sharing of responsibilities and risks
No sharing of responsibilities and risks
Shared value creation
No direct shared value creation
Benefits from partnership, e.g. profits, competitive advantage,
improved service and/or products, information
No benefits
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 32
Intensity of Joint Activities
Networking / Negotiating
Networking and Negotiating
www.vdma.org
Example
VDMA (trade association) representing German machine tool and
equipment manufacturer; VDMA practices lobbying on EU and
state governments level
Sharing of responsibilities and risks
VDMA - represents almost 3,000
Small and medium enterprises
Only share of knowledge
www.euro-pa-online.com
Shared value creation
No direct shared value creation
Benefits from partnership, e.g. profits, competitive advantage, improved
service and/or products, information
Combined representation of members
Influence on the EU´s legislative process and legal frameworks in
EU Parliament – Brussels
favor member majority
VDMA: in German „Verband Deutscher Maschinen- und
Anlagenbau“, in English „German Engineering Federation“
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 33
www.wto.org
Intensity of Joint Activities
Coordination
Coordination
Examples
WTO is an intergovernmental organization which regulates
international trade. The member states are obliged to implement
the WTO rules into their national law.
Smooth traffic at a crossing
Sharing of responsibilities and risks
Responsibilities and risks are not shared
www.consultores-corporate-finance-ag.com
Shared value creation
No direct shared value creation
Benefits from partnership, e.g. profits, competitive advantage,
improved service and/or products, information
Fair and transparent trade conditions e.g. no dumping
www.htl-steyr.ac.at
Technische Universität Berlin
Institute for Machine Tools and Factory Management
Univ.-Prof. Dr.-Ing. Holger Kohl
Page 34
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